Product-Oriented Portfolio Leaders...
Does this look familiar? Honestly, You could come up with this list yourself. All I did was think through what applying the Agility Principles for Portfolio Leaders would look like. But I think its a nice example of the power of starting with principles rather than mechanics/practices. Does it make sense for Portfolio Leaders to use Portfolio Kanbans? Epics? OKRs? Guardrails/Boundaries? Team Topologies? Very often, it does. But these are all much more powerful when you start with the intent and then choose what works in the context. So, instead of a checklist of practices you’re using (or not) – how about reflecting on whether leadership behaviors are aligned with agility principles? Yours, Yuval "Coaching With Agility Principles" Yeret |
Are You Struggling to Scale Your Organization ? Need agility but dubious of process BS/dogma? I share reflective, pragmatic, principled takes on how to approach scaling your organization leveraging the essence (rather than theater) of product operating models, agile practices and frameworks, and business operating systems such as EOS and OKRs.
Context is King You’ve probably encountered this term in the context of AI. You won’t get far with AI, even with amazing prompting techniques, if AI doesn’t have the right context. Many people focus on the Data aspect of context – what’s in our CRM, in our collaboration tools, in our ERP, in any of our vertical systems. Another interesting aspect is the intent – what are we trying to achieve? What is our strategy? What problems are we focused on? Who are the players? Some of that information...
Hey Reader, Before you fix teams, fix the system they operate in. Most organizations focus their improvement efforts at the team, program, or product level while maintaining the same organizational operating system—how they make decisions, fund work, and measure success. These teams might be using the latest and greatest processes (Agile, Product Model, Lean Startup, take your pick) but they still need to manage countless dependencies. The funding and GTM processes are still following classic...
When Vered and I got married, my father-in-law gave me a very nice watch as a wedding gift. I didn’t wear a watch that often at the time. I wore the watch, but it didn’t transform me. It provided the service of telling the time, but even back in 2004, we had phones that had clocks. And I was and am pretty punctual so didn’t need that transformation. (And when you’re in Engineering/IT leadership, nobody cares about the watch you wear… at least in Israel… ) Don’t tell Eli, but that watch spent...